November 2013 - Kulturebreak

STRATEGIC
PLAN
2014 – 2020
November 2013
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Influence a culture, empower a generation!
MESSAGE FROM CEO
Dear Friends,
As founder & CEO of Kulture Break, I’m energised and excited about what
lies ahead. Our new Strategic Plan marks the beginning of new era in the
development and growth of Kulture Break.
As a charity organisation, Kulture Break is all about
making a difference in the community. I believe that being
a community really means to live and share a ‘commonunity’. In essence, we should choose not just to live for
ourselves but to look out for the interests of others. By
sharing this common belief and then acting on it, we can
build a stronger sense of connection in our community,
thus making it a better place to live.
Looking forward it is absolutely vital that we move from
building a foundation to leaving a legacy. In line with
our vision of national expansion, our focus now shifts to
developing training, educational and career pathways
which provide more opportunities for young people
through the arts and other arts-related areas. To achieve
this goal, we must understand and respond to the
challenges facing our organisation.
Since our inception in 2002, Kulture Break has laid a
solid foundation of name and brand recognition, great
influence and standing within the community.
Despite the challenges, I believe Kulture Break remains
better positioned than ever before. I am also confident
that the six strategic goals outlined in this plan will help
us to achieve continued success and empower young
people everywhere to achieve success and purpose in
their lives.
What encourages me most is how our unique messaging
and philosophy continues to remain relevant to young
people today. Our priority is to empower and validate
young people with a message of hope and purpose in
the face of the many challenges they encounter, such as
depression, anxiety, bullying, self-harm, social isolation
and childhood obesity.
Within our community, Kulture Break’s reach is steadily
increasing, with almost 51% of schools across the ACT in
our network. In addition, our community events, headlined
by the Community Expo Festival, continue to attract more
and more people who are inspired by Kulture Break’s
message of empowerment.
As we move forward into this new era, I wish to invite all
our staff, members, volunteers, sponsor, partners and
supporters to join in our quest to make a difference by
influencing a culture and empowering a generation.
And remember, you don’t become somebody, you are
somebody!
Blessings always,
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You don’t become somebody, you are somebody!
OUR VISION
Our vision is to break the negative cultural barriers and
stigmas that prevent young people from being their best.
Through a platform of creative arts we offer a positive message
of wellbeing, empowerment and transformation for youth.
Creating foundations for patterns of repeatable positive
experiences through the arts will enable young people to
experience a sense of achievement and belonging, to build
confidence and connectedness that will produce stability
and increased freedom to support making better choices
throughout their lives.
OUR MISSION
Our mission is to influence a culture and
empower a generation!
OUR VALUES
At Kulture Break we:
• believe that you don’t need to become somebody, you are somebody!
• believe in and promote positive values and successful pathways for young people.
• believe every person is special, unique and has something to offer.
• value a generation that will live out positive personal and social values.
• believe in providing inspiration and encouragement to young people to experience our programs as
more than entertainment, and seen a way to develop.
• believe in promoting lifestyles of healthy living and thinking, including consistent and fun exercise.
• believe in providing inclusion, connection, friendship and transformation to our community.
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Influence a culture, empower a generation!
OUR BACKGROUND
Established in 2002, Kulture Break
is a Canberra based charity children
and youth services provider with a
community arts focus.
Kulture Break all began when its
founder, Francis Owusu, had a dream
of using the creative arts as an outlet
for young people to discover who
they really are. Passionate about life
and people, Francis grew up with
very low self-esteem and feelings of
inferiority; he felt and was seen to be
different to everyone else because of
what he looked like. As Francis says,
‘I felt like “a nobody” so I tried hard to
be somebody else’. It wasn’t until he
got connected with dance at school
that this began to change. Through a
series of life changing alterations he
developed the belief that
‘You don’t become somebody,
you are somebody’.
This belief has become the driving
message of the organisation today.
Francis started out teaching breakdance and hip-hop to students in a
local high school and it was there
the name ‘Kulture Break’ was born.
This name embraces the meaning
of overcoming negative cultural
barriers, stereotypes and beliefs
that have prohibited people from
being all they could be. Through the
use of the creative arts as a tool
to empower young people, Kulture
Break continues to make a positive
difference in many lives.
We at Kulture Break are committed
to the wellbeing, transformation
and empowerment of young
people. We do this by engaging
young people in a safe, active and
productive environment using the
creative arts as a form of expression
that empowers and transforms
individuals. With depression, anxiety,
suicide, drug and alcohol abuse,
social isolation and childhood obesity
prevalent in today’s society, our
emphasis is on using the arts as an
early intervention measure to validate
and affirm young people’s abilities
and capacities. Our goal is that they
believe in themselves and
live life with purpose.
Kulture Break conducts
dance classes, mentoring
and social skilling programs,
tailored workshops, seminars and
conferences, motivational talks
and performances for schools,
government agencies and community
organisations across Australia
and internationally. Kulture Break
conducts Canberra’s largest
community youth expo festival,
showcasing hundreds of local
performers, top selling Australian
artists and international performers
from around the world. Since its
inception, Kulture Break has engaged
with over 400,000 young people
in schools, detention centres and
communities all over the world.
Kulture Break strives to deliver best
practice programs and the highest
quality product to the community. We
seek to encourage team members to
commit and take ownership of their
roles so that we continue to produce
inspiring, professional, balanced
leaders for the future.
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You don’t become somebody, you are somebody!
LOOKING TOWARDS
THE FUTURE
WHERE WE ARE GOING?
• We are committed to empowering
young people to believe in themselves
and create positive cultural change.
• We have engaged with over 400,000
young people in schools, detention
centres and communities since 2002.
• We have a strong presence and are
well known in the ACT.
• Our CEO was recognised as the ACT
Local Hero 2013.
• We put on Canberra’s largest annual
community youth expo!
• Expanding our national presence and
international profile.
• Providing more pathways for young
people in the contemporary arts.
• Building more and stronger
relationships with likeminded people
and organisations.
• Improving our capacity to reach more
young people and create real and
lasting change.
• Strengthening our sustainability and
foundations for growth.
WHERE WE ARE NOW?
LOOKING BEYOND
The longer term vision for Kulture Break (beyond the 2014-2020 timeframe of this plan) is to have
established a national ‘Kulture Break Academy’ which is mutually supported by genuine vocational pathways
and opportunities for Kulture Break alumni.
•
STRATEGIC PLAN
2014 - 2020
•
•
•
•
•
Full-Time academy with
national profile
Competencies to include:
• Dance, music and
other creative arts
• Technical and
managament skills associated with arts
Mentorship is central to the
approach
Keeps at-risk youth (with a
passion for creative arts) in the
VET system
Develops employability by
building self-confidence,
discipline and work skills
Reinforce sense of community
and value of community
service.
•
•
•
•
•
Opportunities in creative arts
• Performing
• Technical roles
• Managment
Opportunities in social and
community services
Enabled by both formal study
and also internships and
apprenticeships within KB
Employment in general
workforce, possibly via links
to KB’s partners/patrons
within the community and
professional sectors
Continued involvement with
KB’s national presence.
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Influence a culture, empower a generation!
STRATEGIC CHALLENGES
Critical dependence on a limited number of relationships for facilities and
support. Much of our infrastructure (office space, performance space and equipment) is provided through the
goodwill of a small number of partners and sponsors. While we value these relationships and want them to flourish, this
level of dependency for critical support creates a risk for Kulture Break.
Building our profile beyond the founder. Francis has developed a great profile within ACT and
high association with the Kulture Break brand. He is a good ambassador and role model. However, to expand local capacity
and develop national presence in a manner that retains brand integrity, we need to develop and/or identify other leaders
who can support this role. We also need executive staff to release Francis as much as possible from the details of running
the business and to focus on building Kulture Break’s profile and maintaining its ethos.
Ensuring we get the right people. Our people are critical to our capability and our success in effecting
generational change. Kulture Break needs all of our people to be role models who are committed to sharing our values and
preserving our reputation. These are responsible people who ‘love people’ and who are passionate about social change.
They must not only possess a passion for dance, performance and arts but also a passion for empowering young people
and creating a positive culture.
Tensions between ‘power of the local’ and national presence. Much of our
effectiveness is tied to ‘local power’; as part of the local community we can reach our intended audience, tap into support
and philanthropic networks and reinforce the sense of community. As we go national, Kulture Break will need to replicate
these strong local bonds in other localities to maintain brand integrity.
Maintaining a consistent ethos and standards nationally. As Kulture Break expands its
presence into other locations, this will also raise potential risks regarding maintaining standards and consistency of ethos.
Given that we work with youth, this is a risk that we must mitigate to ensure we are protecting our students, our staff and
our reputation.
Developing the financial base to support growth. Kulture Break currently is critically
dependent on finances primarily from paid-for dance courses and grants from ACT Government. This provides an uneven
income for sustaining operations and is insufficient to support growth. Securing a broader, consistent and reliable base of
income will be fundamental for progressing strategic initiatives and for mitigating risk from loss of an individual source.
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You don’t become somebody, you are somebody!
ACCEPTING THE
CHALLENGE
Achieving our vision demands active participation of the entire Kulture Break family. We all need to be aware of the
vision and, wherever possible, initiate and maintain efforts toward that vision. A strategic approach is required to
empower this vision and to provide a context for driving these efforts in a coherent manner.
This plan articulates six Strategic Goals that serve as the
key building blocks of our strategic approach. These are not
prescriptive; they provide the context for more detailed planning and
coordination necessary to Enact Changes and define the criteria for
Assessing our Performance in achieving each goal.
BREAK NEW
GROUND
BLAZE
CREATIVE
PATHWAYS
FUND OUR
GROWTH
INSPIRE OUR
PARTNERS
BUILD OUR
PEOPLE
PEOPLE OF
INTEGRITY
Our Strategic Goals are:
BREAK NEW GROUND
BLAZE CREATIVE PATHWAYS
FUND OUR GROWTH
INSPIRE OUR PARTNERS
BUILD OUR PEOPLE
PROTECT OUR INTEGRITY
None of these Strategic Goals work in isolation. They are mutually
reinforcing and complementary. Although no particular element of
our plan is adequate in its own right, telling our story effectively
underpins all of our Strategic Goals and needs to be specifically
highlighted.
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Influence a culture, empower a generation!
TELLING THE STORY
Kulture Break has a great story to tell; but we must ensure that the right message is presented to the right
audiences in the right way in order to motivate our audience and demonstrate how their support is of value to the
community. We need to package the key elements of the Kulture Break story into a narrative format that can be
readily absorbed by the listener and encourages their involvement.
The key elements of our narrative are:
We provide a charitable service to community by creating divergent/prevention pathways for
potentially at-risk youth by providing a safe environment with positive, ethical role models to:
• Reinforce their sense of individual identity
• Build their sense of community acceptance.
We use creative arts to provide a mechanism to attract youth to our community and as a context for
focusing them on positive social interactions. This provides diversion from negative influences and helps
identify at-risk individuals.
We are proud of both what Kulture Break has achieved as an organisation and what the young people we
work with have accomplished in their own lives. Telling our story is about both of these aspects. By
sharing kids’ stories, we can communicate why Kulture Break exists and why we believe so strongly in the
work it does.
We are a charity that is part of the local community. We rely upon relationships within local communities
to allow us to provide our service. Youth services that involve community engagement in divergence
programs are more effective and less costly than externally-provided rehabilitation programs.
As a not-for-profit organisation, we use limited sources of funding to provide subsidised courses for youth
from disadvantaged backgrounds.
Kulture Break already has the key components of our story across our existing literature. However, we need to
consolidate this into a consistent narrative will serve to underpin all Strategic Goals
1.5 Pursue opportunities
to promote a broader
awareness of our work as
a community organisation
1.4 Establish an alumni
association to foster
continuing interest
in creative arts and
community service
1.3 Develop high quality
creative arts curriculums
and operating guidelines
that can be shared across
branches
2.3 Consolidate and/
or establish internship,
apprenticeship and
placement programs
which provide vocational
opportunities for young
people
2.2 Investigate the
establishment of a
national Creative Arts
Academy
2.1 Promote the
development of Australian
Qualification Framework
recognised pathways in
contemporary arts
1.1 Use our narrative
to reach likeminded
stakeholders in other
states and territories
1.2 Establish entry points
in other states/territories
GOAL 2:
BLAZE CREATIVE
PATHWAYS
GOAL 1:
BREAK NEW
GROUND
3.6 Demonstrate sound
financial management
3.5 Explore new scalable
revenue streams
3.4 Expand income from
individual donors
3.3 Identify and leverage
broader government
sponsorships
3.2 Cultivate corporate
sponsorships
3.1 Develop a plan to
restructure finances for
sustainable growth.
GOAL 3:
FUND OUR
GROWTH
4.4 Alignment of our
communications strategy
4.3 Relationships for a
national presence
4.2 Mutually beneficial
financial relationships
5.1 Mentor, train and
develop our people
4.1 Network of
relationships for
community service and
outreach
5.4 Identify and develop
new leaders
5.3 Attract and retain
staff who embody our
values
5.2 Establish a quality
assurance framework
GOAL 5:
BUILD OUR
PEOPLE
GOAL 4:
INSPIRE OUR
PARTNERS
6.3 Build a greater
administrative capacity
6.2 Develop and maintain
a body of institutional
knowledge
6.1 Drive a culture
that promotes youth
wellbeing, empowerment
and transformation
GOAL 6:
PROTECT OUR
INTEGRITY
INFLUENCE A CULTURE, EMPOWER A GENERATION!
SETTING THE STAGE FOR CHANGE
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You don’t become somebody, you are somebody!
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Influence a culture, empower a generation!
What do we want to do? BREAK NEW GROUND
We want to reach more young people and positively impact their lives. By expanding Kulture Break’s presence
nationally, and increasing our profile internationally, we can spread our message of empowerment to more
communities and be the influence for a positive culture.
We will do this by developing and delivering services that can be shared across regions and jurisdictions,
while maintaining the high quality of the products we provide and the consistency of our organisation’s ethos.
How will we do it?
1.1 We will develop our narrative and use this narrative
to derive key messages (emphasising our social value to
local communities) tailored to reach likeminded people and
organisations in other states and territories.
What will success look like?
1.1.1 The narrative communicates Kulture Break’s positive
influence on the lives of at-risk and vulnerable young people.
1.1.2 The narrative articulates our contribution to the mental
and physical health and overall wellbeing of youth.
1.1.3 The narrative emphasises that, through increasing youth
participation and engagement, there is a beneficial return for
the community.
1.2 We will establish entry points and relationships for
Kulture Break branches in other states/territories by using
relationships with Education Departments and politicians
to identify schools, communities and individuals who are
receptive to the Kulture Break model. Sydney, Melbourne and
Brisbane will be primary initial targets.
1.2.1 Establishment of senior contacts in Education
Departments in other states and territories.
1.2.2 Establishment of relationships with federal, state and/or
local politicians who represent localities where Kulture Break
may be established.
1.2.3 Contacts identified in other states/territories at the local
community level who are capable of establishing a Kulture
Break branch.
1.2.4 Unsolicited enquiries are received from schools,
individuals or community groups outside the ACT that are
interested in Kulture Break’s services.
1.2.5 Kulture Break branches are successfully established in
other states/territories.
1.3 Kulture Break will develop standardised, high quality
creative arts curriculums and operating guidelines that can be
consistently shared with other branches.
1.3.1 Kulture Break leverages the National Curriculum of
Dance to provide contemporary dance classes in schools
across Australia.
1.3.2 Kulture Break has identified other areas of the
creative arts for which it can develop additional resources or
curriculums.
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You don’t become somebody, you are somebody!
1.4 We will establish an alumni association (‘Kulture Breakers’)
to foster continuing interest in creative arts and community
service by former students.
1.4.1 Numbers of alumni in association and geographic
breadth of representation.
1.4.2 Profile of alumnus and their consistency with the
messages from the Kulture Break narrative.
1.5 Kulture Break will pursue international and national
speaking and related opportunities to promote a broader
awareness of our work as a community organisation rather
than a ‘dance school’.
1.5.1 Kulture Break’s CEO, Ambassadors and Patrons act as
representatives of the organisation and promote our message
of positive social and cultural change.
1.5.2 Kulture Break staff or alumni receive invitations to
provide speakers/ representatives at international and national
events relating to youth services.
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Influence a culture, empower a generation!
What do we want to do?
BLAZE CREATIVE PATHWAYS
We want to provide opportunities for young people to pursue their dreams in contemporary arts.
Through the development of a Creative Arts Academy, Kulture Break will enable students to develop their
passions into employable skills and self-confidence. Ultimately, we encourage them to use these skills to
create change in their communities.
How will we do it?
What will success look like?
2.1 We will work with partners in the vocational education
and training sector to promote the development of a series of
Australian Qualifications Framework recognised pathways in
the contemporary arts.
2.1.1 Suitable VET partner(s) are identified and engaged with.
2.2 Kulture Break will investigate the establishment of
a national Creative Arts Academy that provides learning
pathways for students to build skills related to the arts (i.e.
dance, media, music, event management and administration)
which can be applied in a workplace setting. This will involve
refining the framework by which the Academy relates to other
aspects of Kulture Break’s work.
2.2.1 Kulture Break is a recognised Registered Training
Organisation (RTO) that provides its students with accredited
certifications.
2.3 Consolidate and/or establish internship, apprenticeship
and placement programs which provide vocational
opportunities for young people with an interest in youth
services and creative arts.
2.3.1 Identification of partners with willingness and capability
to receive youth placements in mentorship, instructional or
creative arts related roles.
2.3.2 Development of policies and guidelines regarding
management of programs and expectations of interns,
apprentices and those on placements.
2.3.3 Interest in Kulture Break’s internship, apprenticeship and
placement programs by youth wishing to participate is large
enough that selections are made competitively.
2.3.4 Positive public interest in our internship, apprenticeship
and placement programs.
2.3.5 Successful internships, apprenticeships or placements
lead to continuing employment opportunities.
2.1.2 Potential VET students have expressed interest in
pursuing contemporary arts qualifications.
2.2.2 A distinct business model is developed for the Academy,
which provides clarity of purpose and distinguishes it from
Kulture Break’s role as a charity organisation.
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You don’t become somebody, you are somebody!
What do we want to do?
FIND OUR GROWTH
We want to build a foundation of sustainable funding by increasing and diversifying our revenue sources. To
expand Kulture Break’s positive presence across Australia and internationally, we need to build our internal
capacity and capability to meet the demands of eventual growth. Through greater funding, we can ensure our
organisation has the people and resources needed to provide more services and increase our involvement in
the community.
Our core revenue currently comes from running dance classes in schools and privately, and funding from ACT
government. To achieve growth and sustainability, we need to establish a reliable and diverse financial base
that is not critically dependent on any single source of revenue. In order to do this, we need to emphasise to
potential partners, sponsors and donors our role as a charity organisation that directs all earnings back into
the community and demonstrate our positive impact on young people.
How will we do it?
What will success look like?
3.1 Kulture Break will develop a plan that clarifies a future
structure of finances that achieves a balance of revenue
streams to provide the basis of sustainable growth.
3.1.1 We have implemented a financial plan that has been
accepted by our stakeholders.
3.2 Kulture Break will cultivate corporate sponsorships with
companies consistent with our vision, mission and values by
demonstrating both the social value of our work and our ability
to influence a youth audience.
3.2.1 Sponsorship guidelines reflecting the Kulture Break
ethos are developed and implemented to ensure potential
partners uphold and promote our values of empowerment and
positive perceptions of young people.
3.2.2 Potential partners, sponsors and donors who share our
values and with whom Kulture Break could share a mutually
beneficial relationship are identified.
3.2.3 Our narrative is used to articulate to potential partners,
sponsors and donors the social value benefits we provide as a
charity organisation.
3.2.4 A marketing and income diversification strategy outlining
key messages and target audiences is developed.
3.2.5 Marketing materials are developed that communicate
our purpose and philosophy, demonstrate our outcomes and
exhibit professionalism.
3.2.6 Kulture Break receives corporate sponsorship to the
combined annual value of over $200,000.
3.3 Kulture Break will identify and leverage new government
sponsorships by targeting other jurisdictions and highlighting
our credentials and relevance across education, youth/
community services, arts, health and juvenile justice sectors.
3.3.1 Kulture Break uses our narrative to pursue
Commonwealth and other government funding opportunities,
including communicating our key success factors (such as the
ACT Local Hero 2013 award and existing ACT Government
support) in the bidding process.
3.3.2 Kulture Break receives two or more new grants from
different governments in different sectors.
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Influence a culture, empower a generation!
3.4 Kulture Break will expand our income from individual
donors by emphasising the social value of our work (as per the
narrative) and developing new pathways for making donations,
including crowdfunding and online contributions.
3.4.1 Kulture Break establishes a capability to solicit and
receive donations online.
3.5 We will explore new and expanded income sources from
scalable revenue streams, including virtual/online learning.
3.5.1 Kulture Break has developed a merchandising policy that
reflects our ethos and values, and ensures that merchandise
materials remain consistent across regions as the organisation
expands.
3.4.2 Kulture Break uses other fundraising opportunities such
as crowdfunding and social media, while clearly articulating
that funds raised will be used to benefit young people and the
community.
3.5.2 Virtual Learning Packages are produced and utilised to
expand Kulture Break’s presence to other jurisdictions beyond
our physical locations.
3.5.3 An online and digital sales capability is established via
the Kulture Break website.
3.6 Kulture Break will demonstrate sound financial
management which provides the greatest social return on
investment and retains the trust of our sponsors, partners and
donors.
3.6.1 Kulture Break has effective and efficient financial
systems which meet compliance requirements and prevent
fraud or misuse of funds.
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You don’t become somebody, you are somebody!
What do we want to do?
INSPIRE OUR PARTNERS
We want to maintain and build partnerships with likeminded people and organisations who share
Kulture Break’s values and mission. Support from ACT schools, principals, government organisations
and members from the community has made Kulture Break what it is today. To continue empowering young
people in the ACT and beyond, Kulture Break will need to maintain the strong relationships we have and
establish new ones with people and groups who embody our ethos and strive for similar goals. Relationships
should assist both us and our partners to positively influence the health and wellbeing of youth and the
community.
Building more relationships will allow us to rely less on government and traditional streams of funding and
more on general resources that will sustain our organisation into the future. Through expanding our network,
we can increase our organisation’s profile, and therefore strengthen our outreach to vulnerable youth. We will
build these relationships with organisations who not only share but embody our values through everything
they do. We hope to form partnerships with Commonwealth and state/territory government agencies with a
social value or community services focus, community and corporate organisations and service providers, and
individual donors or sponsors.
How will we do it?
What will success look like?
4.1. Kulture Break will establish complementary relationships
with a network of community groups who share our
commitment to youth wellbeing. This network should include
groups that: deal with troubled youth, groups that provide a
preventative approach (‘fence on a cliff’ model like Kulture
Break) as well as with groups that deal with youth more
broadly. Such a network will enable us and our partners to
provide improved services with a greater outreach to the
community.
4.1.1 Kulture Break has developed relationships with nongovernment organisations and community service providers.
Through these partnerships, our service delivery is improved
and both parties provide referrals for each other’s services.
4.2 Kulture Break will establish relationships that provide us
with the financial means needed to have a greater impact on
the youth and community. These partnerships link directly to
Strategic Goal 3.
4.2.1 Kulture Break has leveraged existing and new
government funding and grant opportunities across
jurisdictions.
4.1.2 Kulture Break has developed strategic partnerships with
corporate organisations and government agencies to reach
targeted audiences who would benefit from our services.
4.2.2 Kulture Break has support from corporate partners,
sponsors and individual donors who embody our values and
mission.
4.3 Kulture Break will identify and establish relationships
across states and territories that will enable us to expand our
organisation and profile. Such relationships will be critical
in our efforts to expand our presence nationally. These
partnerships link directly to Strategic Goal 1.
4.3.1 Kulture Break has contact with governments from other
jurisdictions to support us to provide our services in schools
and communities in other states and territories.
4.3.2 Kulture Break has contact with non-government
organisations and community service providers who support
us to provide services to young people in other states and
territories.
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Influence a culture, empower a generation!
4.4 Kulture Break will align our communications and marketing
strategy to facilitate relationship building with governments
across jurisdictions, community organisations and corporate or
individual sponsors.
4.4.1 Kulture Break has a communications strategy that
articulates who we should engage, why and how.
4.4.2 Kulture Break has a marketing strategy that articulates
how we will target potential partners in a way that clearly
represents our values and mission.
4.4.3 Kulture Break has marketing material that clearly
communicates our values and mission and engages partner
who share our beliefs.
4.4.4 We will have instituted mechanisms by which we report
our progress to our partners and those partners feel wellinformed.
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You don’t become somebody, you are somebody!
What do we want to do?
BUILD OUR PEOPLE
Increase internal capacity to include skilled and passionate staff and volunteers who can provide
Kulture Break services and manage day-to-day operations. Kulture Break seeks to attract diverse, reliable and
professional role models capable of preserving and promoting our organisation’s reputation. Whether they come to Kulture Break as
an employee, board/committee member or volunteer, those joining the Kulture Break family should embody our values and bring a
passion for people and social change to their work.
Our commitment to wellbeing extends to our staff and volunteers. We aim to provide high quality employment conditions to our staff
and volunteers, and create an environment that enables our people to be more productive and less stressed.
How will we do it?
5.1 Kulture Break will mentor and develop our staff, volunteers
and students, and leverage their skills and experience to
strengthen our organisation.
What will success look like?
5.1.1 The training and education program is strengthened to
provide greater mentorship and employment opportunities for
participants. The program also leads participants to spread
Kulture Break’s ethos.
5.1.2 A program is established to identify and assist current
staff, board members and volunteers who have strengths, skills
and interests which can contribute to building Kulture Break’s
capability (i.e. social media, marketing, event management,
etc.).
5.2 Kulture Break will establish a quality assurance framework
for our staff and volunteers to ensure quality services are
provided and to preserve the reputation of our organisation.
5.2.1 Staff and volunteer roles and responsibilities are clearly
articulated both internally and to external stakeholders, such
as school principals.
5.2.2 A robust performance management system is developed
to ensure staff and volunteers are appropriately and effectively
monitored and managed.
5.3 Kulture Break attracts and retains mature, responsible and
open minded staff who embody our values and carry out our
mission through their actions.
5.3.1 Kulture Break conducts a robust screening process for
potential employees and volunteers to ensure they share our
values and will positively contribute to the wellbeing of young
people.
5.3.2 Kulture Break recruits people with health, youth and
social work backgrounds who can bring a breadth and depth
of experience to our work.
5.4 We will identify and develop leaders with a stature
and profile suitable to support the founder and to allow for
establishment of branches in other locations.
5.4.1 Media interest in or requests for representation by
Kulture Break leaders other than the founder.
5.4.2 Development of Kulture Break branch(es) that require
little direct involvement in their operations by the Founder.
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Influence a culture, empower a generation!
What do we want to do?
PROTECT OUR INTEGRITY
Develop and maintain robust systems and processes that support Kulture Break in delivering
our mission with accountability, transparency and professionalism. For Kulture Break, the way we go
about our work provides the foundation for effectively delivering our services. With robust governance in place, we can protect
our organisation from both internal and external risk. The basis of this is ensuring that we have high quality internal and external
policies, processes and procedures, as well as a board and senior management team with a breadth of experience and expertise.
This will help us to professionalise our organisation and ensure that we meet compliance and reporting requirements.
This will serve to both protect the reputation and operation of Kulture Break, and to protect our participants, staff and volunteers
from potential harm.
How will we do it?
6.1 Kulture Break’s board and senior management team will
use the narrative to articulate and drive an organisational
culture that promotes youth wellbeing, empowerment and
transformation.
What will success look like?
6.1.1 Kulture Break maintains a robust board with diverse
experience and skills reflecting our interest in youth and
community services, government, training and education, and
the corporate world.
6.1.2 Kulture Break has a framework that clearly defines
accountabilities and responsibilities of board members and the
senior management team.
6.1.3 Kulture Break has established and implemented
mechanisms for board oversight of financial administration and
the conduct of our staff.
6.2 Kulture Break will develop and maintain a body of
institutional knowledge (including policies, processes and
procedures) that underpin our operations and protect us
from harm and ensure we ‘do no harm’. By developing and
continually updating our policies, processes and procedures,
we will meet compliance and reporting requirements of
government.
6.2.1 Kulture Break has developed and implemented policies,
processes and procedures (i.e. child safety policy) that protect
our employees, volunteers and participants from harm.
6.2.2 Kulture Break operates from physically safe facilities that
foster an open and welcoming environment.
6.2.3 Kulture Break has developed a risk management plan
that articulates our approach to preventing and mitigating
negative situations and actions.
6.2.4 Kulture Break regularly reviews and updates as
necessary all plans, policies, processes and procedures.
6.3 Kulture Break will build a greater administrative capability
and capacity around the General Manager. This will allow us
to maintain a high level of accountability, transparency and
professionalism to meet the expectations and ensure the trust
of internal and external stakeholders, without the day-to-day
involvement of the CEO.
6.3.1 Kulture Break has contingency plans in place that
account for unexpected events (i.e. what would happen in
the event a full-time dance instructor cannot conduct classes
operating out of schools).
6.3.2 Kulture Break has in place a communication
mechanism with schools (principals and teachers) to manage
expectations of, and clearly articulate, Kulture Break’s role, our
teachers’ capabilities and the services we provide.
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You don’t become somebody, you are somebody!
IMPLEMENTATION
ROADMAP
This plan represents an ambitious vision for the future of Kulture Break. Because we believe so strongly in the
work that we do and that all young people should be valued and respected for whom they are, we are committed
to sustaining and growing Kulture Break to reach more communities and influence a positive culture.
Much thought and consultation has gone into the development of this plan. Now that we have articulated our aims,
it is time to act and drive Kulture Break forward. The goals and strategies outlined above should be connected to,
not isolated from, our day-to-day work.
It is therefore important that we constantly evaluate our progress against the key measures of success which
we have set for ourselves. The importance of our work and this common understanding of where Kulture Break
is going should be communicated clearly and proudly to our community of Kulture Breakers, staff, volunteers,
sponsors, donors and partners!
PLAN
STRATEGIC GOALS 1 - 6
ACT
TASKS
STRATAGIES
MILESTONES
KEY MEASURES
OF SUCCESS
RESPONSIBILITIES
REVIEW
ENSURE ACTIONS
REMAIN ALIGNED
WITH STRATEGIC
GOALS 1 - 6
TRACK PROGRESS
AGAINST MILESTONES
AND KEY MEASURES
OF SUCCESS
This strategic plan was developed by Noetic Solutions, a Canberra-based management
consultancy, as part of its corporate social responsibility program. This collaboration
was made possible through Creative Partnerships Australia.